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100 pages tagged with Donor-centric:
- ‘We live, breathe, eat and practice donor love every single day’ – John Lepp’s WoW! moment In the final entry of SOFII's WoW! competition, we hear from John Lepp, co-founder of Agents of Good about the need to love your donors.
- A new approach to fundraising – why you should be accessing your donors’ networks It’s time to ring the changes in the way we raise money. Rather than just looking at our donors’ financial capital says Richard Turner, we could be using their social capital to make fundraising so much better for them and our causes.
- A question of competency Interviewing well for fundraisers is like interviewing for any post. It’s all about the questions you ask.
- A tale of two donors – or the ENORMOUS difference in value between ‘what’ and ‘why’ Charlotte and Emily are almost identical donors with very different donation histories.
- Audubon Society of Rhode Island: special recognition of long-time donors The Audubon Society of Rhode Island’s superb care for their donors and courage in their approach have produced results that will be the envy of charitable organisations everywhere.
- Big Dog Ranch - Great Give 2017 With excellent donor stewardship using the latest technology and a bank of research to back its strategy, this campaign was a rip-roaring success and shows the value of learning from the past to improve on the present.
- CDE project 10 appendix 1: case studies to showcase putting donors at the heart of legacy fundraising Four case studies are described here, each demonstrating strategy and behaviour in legacy inspiration that place the donor at the heart of its practices and activities.
- CDE project 10 appendix 1: Cystic Fibrosis Trust The Cystic Fibrosis Trust recognised that, as a charity in which the condition they were seeking to address was responsible for early death, the subject of legacies was a difficult one to introduce to their core audience and beyond – people with CF and their families and friends.
- CDE project 10 appendix 1: Remember a Charity This case study illustrates an insight-driven and donor-led campaign.
- CDE project 10 appendix 1: UNICEF UK UNICEF UK had reviewed its legacy strategy and concluded that it needed to engage a wider audience and to reach more people while simultaneously finding innovative ways to engage existing supporters.
- CDE project 10 appendix 1: WaterAid This case study was put forward for an Institute of Fundraising Legacy Award and highlights the combination of strategy, marketing and culture to promote legacies in a more donor-friendly way.
- CDE project 10 section 1: an overview of and background to legacy fundraising To leave a legacy is a natural human desire. Since the beginning of history, human beings have striven to pass on something of ourselves to future generations.
- CDE project 10 section 2: legacy fundraising today and the opportunity before us In the past 15 to 20 years, legacy fundraising has embraced new forms of reach and engagement. The rise of digital platforms and other media have increased and developed engagement.
- CDE project 10 section 3: putting the donor-led experience at the heart of legacy fundraising growth What do donors need and want in order to make the giving of a gift in their wills meaningful, normal, joyful, easy and rewarding?
- CDE project 10 section 4 part 1: the approach used in this report and the basis for these conclusions To draw together some inputs, ideas and contributions that shaped some of the conclusions and recommendations in this paper, we have organised the collection of insights around four areas.
- CDE project 10 section 4 part 2: the experiences and needs of donors and their families At the heart of the challenge of providing the best experience are the primary wishes of the donors and their families.
- CDE project 10 section 4 part 3: how the donor might behave and how can we use insight to improve experience Much has been written about the power of emotion and at the heart of thinking about how these can be used in legacy fundraising, the following are links to four resources pertaining to the art and science of emotion.
- CDE project 10 section 4 part 4: the organisation’s culture, capacity and experience Creating a positive experience for legacy donors or for those enquiring about becoming such donors requires a much wider contribution and understanding from the organisation.
- CDE project 10 section 5: the legacy marketing, fundraising and influence method and experience The majority of legacy gifts are made without revealing intent in life. We have indicated reasons that this focus may actually drive engagement away rather than encourage openness.
- CDE project 10 section 6: the probate and legacy administrative experience and approach The donor experience is complex, and there are a variety of experiences that donors may with a charity during their journey.
- CDE project 10 summary: legacies This project will look at the strengths and weaknesses of the current model of legacy fundraising and identify how we make sure that people feel encouraged to include charities in wills.
- CDE project 11a: the approach The Commission for the Donor Experience seeks to look at fundraising, in this instance mass market fundraising, from the point of view of the donor.
- CDE project 11e telephone: case study - Erskine Stewart’s Melville Schools, Edinburgh The problem we wanted to solve, an the idea we wanted to test.
- CDE project 11e telephone: case study - Save the Children Agency Selection - Supporter Centricity - Preference Captures - Training and Engagement - Monitoring - Supporter Feedback - Learnings - Challenges.
- CDE project 11e telephone: case study - The Bible Society The Bible Society calling philosophy and what we have learnt over the last five years.
- CDE project 11e telephone: conclusion and about the authors The telephone, or voice to voice communication in general, should be one of the most effective engagement channels available to charities.
- CDE project 11e telephone: how we arrived at these summary principles – our approach We took a two-pronged approach to reaching these summary principles.
- CDE project 11e telephone: key findings We would like to highlight what we believe to be 6 key findings around charities’ use of the telephone in delivering a high-quality donor experience.
- CDE project 11f face to face: appendices 1 and 2 - case studies and sources Case studies and sources.
- CDE project 11f face to face: appendix 3 - methodology My approach to pulling this paper together was to firstly reach in to the depths of my own experiences over the past 16 years.
- CDE project 11f face to face: putting the principles and actions into practice Welcoming the supporter and further communication.Upholding Good Practices
- CDE project 11f face to face: section 1 - why the ‘golden goose of fundraising’, F2F, is in such trouble now The approach.
- CDE project 11f face to face: section 2 - agreeing the principles of your relationship How to implementing a practical strategic process successfully.
- CDE project 11f face to face: section 3 - The Door Fundraising Rulebook Rules and principles.
- CDE project 11f face to face: section 4 - recruitment and training Recruitment of your fundraisers and/ or your external specialist agency.
- CDE project 11f face to face: section 5 - ongoing development By investing more in staff over their initial induction period, you can keep more staff, and retain more of the supporters that they go on to recruit.
- CDE project 11f face to face: section 6 - involvement devices and props In 2004, Gift Fundraising took Personal Digital Assistants to the street for the first time! Gone were the paper mandate forms, (unless the server was down), and the novelty of the personal data system was unleashed upon the face to face world.
- CDE project 11f face to face: section 7 - location and integration Over the last 5 years, face to face fundraising has been moving to private sites. The danger here is that the annoyance of face to face is just moving location.
- CDE project 11f face to face: section 8 - public relations Celebrating face to face publicly and changing the perception of what a face to face fundraiser is should be looked at in earnest. Some members of the public simply find it an annoying interruption in their day-to-day lives.
- CDE project 11f face to face: section 9 - auditing and compliance Auditing the agencies that fundraise on your behalf is crucial to gaining a full understanding of whether they comply with your policies, and those of our regulators.
- CDE project 14 appendix 4: insight profiling Insight Discovery is a model that measures behavioural preferences. It uses a system of four colours to describe different styles of behaviour.
- CDE project 14 section 1: our approach and putting the principles and actions into practice The following are examples of some of our recommendations and observations in action from the people we met, current contacts and clients, and what we have seen across the sector.
- CDE project 14 summary: getting the right people as fundraisers This project will consider the attributes that donors expect to see in the fundraisers they deal with and how recruiting specifically with those attributes in mind will significantly improve the donor experience.
- CDE project 14: appendix 1 Here is the full lists of attributes of a donor-focused fundraiser drawn from the surveys and focus groups we conducted.
- CDE project 14: appendix 2 and 3 Examples of donor-centred behaviour in fundraisers as described to us by those we interviewed.
- CDE project 17 section 1: the approach In this project we were seeking to answer the question: ‘What kind of leadership have you found increases the chances that a charity will operate in a donor-centred way?’
- CDE project 17 section 2.1: introduction ‘It’s about giving and engaging people, it’s this lovely virtuous cycle where you get to give money, and you get to do something yourself that actually makes a difference.’
- CDE project 17 section 2.2: ‘Define and champion’ and ‘Help people see’ ‘You need to develop that sense of shared consciousness…so we all know what the picture is, what we’re striving collectively to do and we’ve got permission to get on and do it.’
- CDE project 17 section 2.3: your organisation’s purpose Focus attention on why changing the way you work with supporters is something you must do, not just something you should do.
- CDE project 17 section 2.4: your definition of success Define and reinforce what success looks like in terms of your supporter’s experience.
- CDE project 17 section 2.5: relentlessly reinforce the vision and make it visible Richard Spencer explained that one way he helped put the point of view of the supporter at the forefront of people’s minds was by circulating a weekly results update.
- CDE project 17 section 3.1: people build great relationships 'Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy.'
- CDE project 17 section 3.2: inside-out leadership It is not about changing others – it is about changing yourself first.
- CDE project 17 section 3.3: trust - risk - people Richard Turner said that one of the most powerful shifts he has ever made as a leader was deciding to spend time every week with the people he manages.
- CDE project 17 section 4.1: culture - create an adaptable, empowered environment A major turning point for Solar Aid came when their leaders decided to focus their efforts on solving one challenge in particular: the fact that the most common source of light in the evening for many people was the kerosene lamp.
- CDE project 17 section 4.2: the game is different now The challenge is that the world in the 21st century is fundamentally different to the 20th century. Changes in technology have had a huge impact on the environment in which charities now operate.
- CDE project 17 section 4.3: we now need a different kind of leadership Develop a shared consciousness. Model it. Be consistent.
- CDE project 17 section 4.4: devolve responsibility - growth mind-set Empower everyone to think for themselves and take action.
- CDE project 17 section 4.5: culture Ideas and activities that will help you create an adaptable, empowered environment
- CDE project 17 section 5: conclusion If our charities are to respond and help supporters solve the problems they care about, leaders need to deliberately cultivate an environment that is adaptable, informed and empowered.
- CDE project 17 summary: leadership Building on previous learning this project will define what makes great fundraising leaders and what leadership they need from their senior management colleagues and their board if they are to deliver the competent, motivating leadership that will sustain and direct the new style of fundraising that is evolving in Britain.
- CDE project 18 appendix 1: sources Sources that informed and influenced this project.
- CDE project 18 appendix 2: Sticky Marketing & Digital Selling In November 2016, Rory White, founder of Flow Caritas, hosted an event with Grant Leboff, author of ‘Sticky Marketing’ and ‘Digital Selling’. A group of Directors of Fundraising were invited to hear his views on marketing, and how it applies to fundraising. Here is an edited transcript of his key address to the group, reproduced with permission from Grant and Rory.
- CDE project 18 section 2: the approach to compiling case examples Content outline.
- CDE project 18 section 3: action 1 - understand the paradigm shift Putting the principles & actions into practice.
- CDE project 18 section 3.1: action 2 - adopt the right mindset Adopting the right mindset is probably the most important action of all. It is what you need in place at the outset and it influences the actions that follow. In time, it will be part of the overall culture within the organisation.
- CDE project 18 section 3.2: action 3 - ask the question ‘WHY do we exist?’ ‘With consistency people will see and hear without a shadow of a doubt what you believe.’ Simon Sinek
- CDE project 18 section 3.3: action 4 - tell your mission story All fundraisers are aware they need to tell stories well so they can convey quickly in a way that engages people. Now it is even more important to spend time to understand how to tell powerful stories
- CDE project 18 section 3.4: action 5 - get your supporters to share your story for you ‘Your best marketers and your best fundraisers today are not you. Your best marketers and fundraisers are the people - the ecosystem - you create around - the audience you build’ Grant Leboff.
- CDE project 18 section 3.5: action 6 - provide an experience that donors will talk about An ideal opportunity to inspire supporters to spread your story is simply when people give or choose to fundraise for you. It is when they have taken the emotional decision to support you.
- CDE project 18 section 3.6: action 7 - be ready to react As your story begins to spread by your supporters, you should get an increase in inbound enquiries or offers of support that are not a result of a direct response communication, i.e. they are a result of people hearing your story from others they know and trust.
- CDE project 18 section 3.7: action 8 - set up new measures Adopting a mindset of how to inspire people to spread your story rather than target them for money will need new measures away from direct ROI.
- CDE project 18 section 4: characteristics of applying these principles Check here to see the characteristics you would expect to see of a charity applying this approach.
- CDE project 18 summary: supporters as champions for your mission This project will look at the basic fundraising model differently, to try to define how supporters in future can be used as channels and networks to spread opportunities, grow income and to provide donors and potential donors with a rich array of rewarding experiences.
- CDE project 2: fundraising and vulnerability This project will propose updated guidance and recommendations for rigorous best practice in this crucial area, where fundraisers must be seen to be caring, sensitive and above suspicion or concern.
- CDE project 5 section 1: the approach We have to become better at telling the donors a story over the course of the supporter journey, and not just throwing random bits of information at them.
- CDE project 5 section 2: putting the principles and actions into practice We have been able to pull out some principles from responses to our survey of the charities that have shared information with us regarding their supporter journeys.
- CDE project 5 section 3: case study on Ontario Nature As fundraisers, we must remember that our biggest champions and advocates are our staff and volunteers, and we need to have as many voices as possible sharing their knowledge and passion with other people.
- CDE project 5 section 3: case study on Practial Action Introducing a non-ask piece in the welcome journey for cash supporters.
- CDE project 5 section 3: case study on Volunteer Service Organisation Volunteer View is VSO’s main programme for recruiting regular givers.
- CDE project 5 section 4: King's College London and King's Health Partners supporter journey The aim of the King's College London and King's Health Partners' supporter journey project was to look at how the F&SD department could become more ‘supporter-centric’ in order to maximise consideration and conversion as cost effectively as possible.
- CDE project 5 section 5: from donor journeys to supporter journeys Ellen Janssens of Dutch Heart Foundation believes in 5 years we will have integrated teams, responsible for specific combinations of non-profit activities and donor segments, instead of separate departments separated by their specific tasks.
- CDE project 5 section 6: appendices Appendix 1: Research sources.
- CDE project 5 summary: the supporter’s journey This project will define the process and seek to be helpful to fundraisers wishing to offer their donors a truly satisfying, rewarding long-term experience.
- CDE project 6 section 4: bridging the empathy gap Challenging the accepted wisdom that victims of conflict will always be regarded as less deserving of donors’ support than the victims of natural disasters by three experienced strategic thinkers for the Commission on the Donor Experience.
- CDe project 6 section 4.4: shifting hope: why a journey through emotions to hope is key for hospice fundraising. Dr Suzi Attree, corporate fundraising account manager at Helen & Douglas House, explains the importance of emotions in fundraising for hospices, and how a journey through them to hope is key.
- CDE project 6 section 5.4a: ‘emotional fundraising must be in our DNA!’ ‘It’s simple. Emotions are why people take actions.’ In this fascinating interview, Jayne George, director of fundraising and marketing at Guide Dogs UK takes us through the process of how emotional fundraising can benefit donors.
- CDE project 7 section 1: putting the principles and actions into practise part 2 What can I do in the future?
- CDE project 7 section 1: the approach and putting the principles and actions into practise part 1 To prepare this report we met with over 100 corporate fundraisers in London and Manchester and gained input from companies. These conversations provided us with some shining examples of charities providing a great experience for companies. They also revealed instances where charities are providing a poor experience.
- CDE project 7 section 2: appendix Appendix 1: Case studies
- CDE project 7 summary: companies This project will consider all aspects of the evolving field of corporate partnerships from the perspective of the donor - including directors, senior managers, selection panels and staff to identify ways of enhancing the experience to the benefit of all involved.
- CDE project 9 summary: major donors This project will look at what’s cutting edge in major donor development with a view to capturing these lessons and where appropriate suggesting how major donor experiences might be applied to other groups of donors too.
- CDE project 9: appendices 1 and 2 - case studies and sources Links to case studies and sources.
- CDE project 9: appendix 3 - methodology As explained in the ‘Approach’ section, the project draws conclusions from the sources listed here.
- CDE project 9: links across the Commission projects Links between the major donors project and all of the other projects of the Commission.
- CDE project 9: putting the principles and actions into practice - part 1 Improve the (major) donor experience by… being really clear about what a major donor to your organisation actually is.
- CDE project 9: putting the principles and actions into practice - part 10 Learning from success stories.
- CDE project 9: putting the principles and actions into practice - part 2 Deciding whether major donor fundraising is really right for your organisation.
- CDE project 9: putting the principles and actions into practice - part 3 Seeking out the donor’s story.
- CDE project 9: putting the principles and actions into practice - part 4 Seeing the relationship from the donor’s point of view.
